To say that customer service is virtually non-existent today would be a comical understatement. It seems everywhere we turn the quality of service we receive is inconsistent at best, from the waiters and sales people who ignore us to business managers who view us as interruptions. I believe the root of the problem is not so much one of employee indifference; this is merely a symptom of the problem rather than the problem itself. The real problem is a systematic failure on the part of companies and their managers to see beyond the transaction, make decisions based on intellect verses emotion, and empower their employees to be an advocate for the customer rather than ‘defender’ of the company.

Most people, if they are at all engaged in their job, want to do well. Likewise, all companies want to be successful, and understand the value and necessity of happy customers. So, where is the disconnect? I believe it’s with the middle and lower level leadership. It’s not much of a stretch to conclude that employee attitudes toward customers are a reflection of the culture created by management within the store, restaurant, or department. I suppose there are a myriad of reasons, everything ranging from indifference and ignorance to a misguided notion of protecting the financial bottom line. Just last week my wife asked to speak with the general manager of our dealership over a mechanical problem with our year old car that the staff was unwilling to rectify. His response after listening to her complaint was to accuse her of being confrontational. It is no wonder his staff was so unhelpful.

Leaders at every level bear the responsibility for maintaining a culture of service excellence, communicating expectations, and monitoring performance. This requires personal interaction, not only with employees, but also with the customers. Leaders can’t lead from behind a desk or though emails. They have to get out of their offices, spend time along side their employees and participate in constant face to face interaction. This is why you see managers in finer restaurants stop by your table to ask if everything was okay. They understand the value of personal attention to their staff, customers, and business. Philip K. Wrighley, chairman of the world’s largest chewing gum company, famously relayed the following story: “I went into our New York office one day and they asked who was calling. I told them it didn’t make a bit of difference. It might be a guy wanting to buy some gum – and that’s all that mattered.”

Below I’ve attempted to summarize service excellence in five fundamental principles. Perhaps I’ve oversimplified it, but I don’t think so. In fact, isn’t that the point? Superior customer service really isn’t all that complicated or expensive. Everyone should try it.

Customer service is never an ‘exception’ or an ‘accommodation’These two words should be removed from our vocabulary. Meeting (not to mention exceeding) a customer’s expectations should be a matter of principle. Make decisions with enthusiasm, not reluctance, demonstrating a spirit of genuine appreciation instead of concession.

Delighting a customer is a personal opportunity to be the ‘hero’Be the customer’s advocate in every interaction. Customers should see us as their personal partner, not simply a representative of the company, and certainly never an adversary. It is our job to get to ‘yes’. Regardless of the situation, every satisfied customer reflects a personal success, and every disappointed customer reflects a personal failure.

Customer service does not cost money, it earns future business
We get far too wrapped up in our perceived sense of what is ‘right’ or ‘just’ when making service related decisions. Any costs incurred in delighting a customer are literally insignificant compared to the goodwill and future business we gain. Whether or not we feel they deserve it is irrelevant. Customer service is not a battle to be won or lost, nor is it an affront to our integrity. Better to give in to 10 thieves than to lose one legitimate customer.

The solution is always more memorable than the problemProblems are going to occur – products will break, deadlines will be missed, mistakes will be made. It is how well we anticipate and resolve our customers’ problems that influences their perception of our company and their decision to give us their future business. Never leave a customer with an unresolved problem; alwaysinitiate a solution.

The customer doesn’t have to ‘be’ right for us to ‘make it right’
It’s as simple as this… no matter who is at fault, no matter what it costs, no matter what it takes – make it right for the customer.